ABB AG, Power Technologies Division |
Electrical Power Transmission, Engineer-to-Order |
Before |
After |
Throughput was 300 bays per year. |
Throughput increased to 430 bays per year. |
|
Action Park |
Theme Park Design, Install and Commissioning |
Before |
After |
121 projects completed in 2004. |
142 projects completed in 2005.
153 projects completed in 2006. |
|
Airgo Networks |
Next Generation Wireless Technology Product Development |
Before |
After |
Cycle time from first silicon to production for 1st generation was 19 months. |
Cycle time from first silicon to production for 2nd generation was 8 months. |
|
Alcatel-Lucent |
Telecomm Switches Design, |
Before |
After |
300 to 400 active projects with 30+ deliveries a month.
Lead times were long. On-time delivery was poor. |
Throughput was higher by 45% per person.
Lead times are 10-25% shorter. 90+% on-time delivery. |
|
Alna Software |
Customized Software Development |
Before |
After |
Throughput was stagnant for 3 years. |
Throughput increased by 14% in first 6 months.
Cycle time reduced by 25% and project completions
increased 17% with 100% on-time delivery. |
|
BHP Billiton |
Iron Ore Asset Development Projects |
Before |
After |
25,800 man-hours of engineering design work had to be completed in 8 months. Historical delays of 2 weeks and man-hour overruns of 20%. |
Project was finished 3 weeks early.
Productivity increased by 25% with only 19,500 man-hours needed. |
|
Boeing Space & Intelligence Systems |
Satellite Design and Assembly |
Before |
After |
Antenna Assembly and Test was the constraint of the Satellite. |
Antenna Assembly and Test was no longer the constraint of the Satellite. Productivity increased by 64% on the next Satellite and a further 26% on the subsequent Satellite. |
|
Celsa Group |
IT Projects |
Before |
After |
15 SAP functionality projects were
completed per month. |
SAP functionality project completions increased
by 30% to 20 projects a month. |
|
Central Nuclear Almaraz Trillo |
Nuclear Power Engineering |
Before |
After |
19 design evaluation and modification
projects were completed per month. |
Throughput increased by 25%
to 24-30 projects per month. |
|
Chrysler |
Automotive Product Development |
Before |
After |
Cycle time for prototype builds was 10 weeks. |
Cycle time for prototype builds is 8 weeks. Delivery date performance increased by 83 % with much less fire fighting. |
|
Danisco (Genencor) |
Biotechnology Plant Engineering |
Before |
After |
20% projects on time. |
87% projects on time.
15% immediate increase in throughput. |
|
Delta Air Lines, Inc. |
Engine Repair & Overhaul |
Before |
After |
Produced 40 engines per month.
4 weeks piece part cycle time. |
Increased production by 23% (50+ engines/month), 16%-26% reduction in engine turnaround time.
2.5 weeks piece part cycle time, 25% increase in piece part throughput. |
|
eircom, Ireland |
Telecommunications Network Design and Installation |
Before |
After |
On-time delivery less than 75%.
Average cycle time was 70 days. |
Increased on-time delivery to 98+%.
Average cycle time dropped to 30 days. |
|
Erickson Air-Crane |
Helicopter Manufacturing and Maintenance |
Before |
After |
Projects were constantly delayed with only 33% projects completed on-time. |
Projects completed on-time increased to 83%. |
|
Genencor |
Biotechnology Plant Engineering |
Before |
After |
20% projects on time. |
87% projects slated to complete on time, with approximately 15% immediate increase in throughput. |
|
Hamilton Beach/ Proctor-Silex |
New Product Development for Home Appliances |
Before |
After |
34 new products per year.
74% projects on time. |
Increased throughput to 52 new products in 1st year, and to 70+ in 2nd year, with no increase in headcount.
88% projects on time. |
|
HP Digital Camera Group |
High Tech New Product Development |
Before |
After |
6 cameras launched in 2004.
1 camera launched in the spring window.
1 out of 6 cameras launched on time. |
15 cameras launched in 2005, with 25%
lower R&D expenses.
7 cameras launched in the spring window.
All 15 cameras launched on time. |
|
LeTourneau Technologies, Inc. |
Oil & Gas Platform Design & Manufacturing |
Before |
After |
Design Engineering took 15 months. Production Engineering took 9 months. Fabrication and Assembly took 8 months. |
Design Engineering takes 9 months (35% less cycle time). Production Engineering takes 5 months (44% less cycle time). Fabrication and Assembly takes 5 months (38% less cycle time) with 22% improvement in labor productivity. |
|
LSI Logic |
ASIC Design Technology
Development |
Before |
After |
74% projects on time for small projects; major tool releases were late. |
Due-date performance increased to 85% projects on time; major tools released on time for three years in a row. |
|
Lucent Technologies |
Design, Development and Upgrades of Telecommunication Switches |
Before |
After |
Long lead times; Poor on-time delivery |
300 to 400 active projects with 30+ deliveries a month.
Cycle times are 10 to 25% shorter while throughput per person higher by 45%. |
|
Marketing Architects |
Advertising Product Development |
Before |
After |
Completed 7 projects in 2006. |
Completed 7 projects in 8 months of 2007. |
|
Medtronic, Europe |
High Tech Medical Product Development |
Before |
After |
Device projects took 18 months on
average and were unpredictable. |
Development cycle time reduced to 9 months.
On-time delivery increased to 90%. |
|
Oregon Freeze Dry |
Food Preparation and Packaging |
Before |
After |
72 sales projects completed per year. |
171 sales projects completed per year.
52% increase in throughput dollars. |
|
Rapid Solutions Group |
Marketing/Publishing Support |
Before |
After |
Projects were always late.
Lead times were not acceptable. |
On-time delivery improved by 30%.
Lead times were reduced by 25%. |
|
Skye Group |
Garment Design |
Before |
After |
Product ranges were late to market. |
100% due-date performance.
30% reduction in lead times and sampling costs. |
|
TATA Steel |
Steel Plant Maintenance |
Before |
After |
Boiler Conversion projects took 300-500 days. |
Cycle times were reduced to between 120-160 days.
Saving of $13.4 million. |
|
TECNOBIT |
Defense Products Design and Manufacturing |
Before |
After |
Difficult to synchronize Design and Manufacturing.
Long project cycle times with frequent delays. |
Project cycle times were reduced by 20%. |
|
ThyssenKrupp (Johann A. Krause) |
Automotive Assembly Systems. Engineer-to-Order. Projects vary from large fully automated assembly lines to small retooling projects. |
Before |
After |
70% of projects were late.
High overtime and outsourcing. |
Lateness reduced by 50%.
63% productivity gain.
15% more projects completed. |
|
US Air Force Operational Test & Evaluation Center |
Warfighter Systems Testing |
Before |
After |
18 projects in six months.
On time delivery unknown. |
26 projects in six months.
75% projects on time; 30% reduction in cycle time. |
|
US Air Force Operational Test & Evaluation Center |
Warfighter Systems Testing |
Before |
After |
Long cycle times.
Low utilization of resources.
Poor visibility on project slips. |
30% reduction in cycle time measured over 900 projects.
30% improvement in resource utilization.
88% on-time delivery performance. |
|
US Air Force, Ogden Air Logistics Center, C130 Production Line |
Aircraft Repair & Overhaul |
Before |
After |
21-24 aircrafts on station. |
Reduced to 18 aircrafts on station.
25 out of 26 aircrafts delivered on-time or early. (Accumulated 191 days of early delivery in 6 months total) |
|
US Air Force, Oklahoma City Air Logistics Center, B-1 Bomber Line |
Aircraft Repair & Overhaul |
Before |
After |
Turnaround time 162 days.
7 aircrafts in repair cycle. |
Turnaround time reduced to 115 days.
4 aircrafts in repair cycle (3 returned to customer).
Production output increased from 185 hours/day to 273.
1 1/2 dock spaces freed up. |
|
US Air Force, Warner Robins Air Logistics Center, C5 Production Line |
Aircraft Repair & Overhaul |
Before |
After |
Turn around time (TAT) 240 days.
13 aircrafts in repair cycle. |
Turn around time (TAT) 160 days.
7 aircrafts in repair cycle. |
|
US Marine Corps Logistics Base, Barstow, CA |
Aircraft Repair & Overhaul |
Before |
After |
Repair cycle time (RCT) for MK48 was 168
days.
RCT for LAV25 was 180 days.
RCT for MK14 was 152 days.
RCT for LAVAT was 182 days. |
Repair cycle time (RCT) for MK48
is 82 days.
RCT for LAV25 is 124 days.
RCT for MK14 is 59 days.
RCT for LAVAT is 122 days. |
|
US Naval Aviation Depot, Cherry Point |
Aircraft Repair and Overhaul |
Before |
After |
Average turnaround time (TAT) for H-46 aircrafts was 225 days.
Average turnaround time (TAT) for H-53 aircrafts was 310 days; throughput was 23 per year. |
Reduced H-46 turnaround time to 167 days, while work scope was increasing.
Reduced H-53 turnaround time to 180 days.
Delivered 23 aircrafts in 6 months; throughput of 46 per year. |
|
US Naval Shipyard, Pearl Harbor |
Submarine Maintenance and Repair |
Before |
After |
Job Completion Rate = 94%.
On-time delivery less than 60%.
Cost per job was $5,043.
|
Job Completion Rate increased to 98%.
Increased on-time delivery to 95+%.
Reduced cost per job to $3,355, a 33% reduction.
Overtime dropped by 49%, a $9M saving in
the 1st year. |
|
Valley Cabinet Works |
Custom Furniture Design and Manufacturing |
Before |
After |
Struggled to complete 200 custom furniture projects per year.
Revenues were flat and business was just breaking even. A lot of firefighting in execution. |
Completed 334 projects in 9 months. Revenues increased 88% and profits increased by 300% in the first year.
Firefighting and thrashing eliminated. |
|